The literature1 describes the process of change management as tools and techniques to manage individuals and the related HR issues effectively, when implementing organisational change or to remake the companies into better competitors (Kotteri,1998,p.1). One example that springs to mind is the reference to Weiss (2001, p.27), referring to the three perspectives on change.
My personnel experience has shown there is no organization, small or large, global or local, that is immune to change. In order to manage demographic and competitive forces with the latest technological, every organization across the board, in all market segments, is attempting to fundamentally alter the way they do business. According to a study conducted by Weiss (2001, pp23-29ii), only a small percentage of these efforts actually result in realizing their aims. Transformational change strategies often fall short of their goal - as this case study confirms too - because the organisation itself does not change the way it behaves.
Yet change remains acknowledged as a key factor in management, as has been underlined by Executive Online Group research2 (2002) revealing that among 100 UK companies employing ≥500 people, 35% of the work of all directors is devoted to change, with a total of 79% major initiatives recorded as M&A’s, down-sizing and corporate restructures. The study further assumes that the time spent on these tasks is likely to increase over the years.
Table of Contents
- Abstract
- Introduction
- Company overview
- Swissray International, Inc.
- Internal Structure & Processes
- Organisational Culture
- Forces Driving & Forces Resisting Change
- Management of Change - a theoretical review
- Strategic Change
- Organisational Change
- Linear Model of Organisational Change
- Case Study - Swissray International
- Lessons learnt
- Conclusion
- References
Objectives and Key Themes
This case study focuses on the author's personal experience with change management in an organizational setting. It combines a reflective personal perspective with a review of current literature on the topic of change management and its impact within organizations. The case study of Swissray International, Inc. explores the author's contributions to the re-orientation of the company's strategy.
- The different types and perspectives on change management
- The challenges and opportunities of change management within an organization
- The impact of change on organizational culture and structure
- The role of internal processes and leadership in facilitating change
- The importance of a clear strategy and vision for successful change management
Chapter Summaries
The abstract provides an overview of the assignment's purpose and scope, highlighting the author's personal experience and analysis of change management in an organizational context, using Swissray International, Inc. as a case study.
The introduction sets the stage for the case study by introducing the concept of change management and its importance in today's business environment. It references various sources on the topic, including Weiss' three perspectives on change (development, transitional, and transformational change), and the significance of change management according to Executive Online Group research.
The company overview section delves into Swissray International, Inc., its history, organizational structure, and strategic approach. It highlights the company's reliance on business synergies, its horizontal organizational structure, and its strategic focus on market penetration, patent protection, and customer location. The section also examines the company's internal structure and processes, including its approach to infrastructure and service offerings. The text suggests that Swissray missed opportunities for diversification, including expanding its product portfolio and service offerings to meet evolving customer needs.
Keywords
This case study focuses on change management, organizational structure, and strategic decision-making, examining the challenges and opportunities of change within the context of Swissray International, Inc. It explores themes of organizational culture, strategic alignment, and the impact of change on various aspects of the company's operations. Key terms include change management, organizational change, strategic change, transformational change, internal structure, organizational culture, diversification, and market penetration.
- Quote paper
- MBA Andreas Keller (Author), 2004, Management of Change - Swissray International, Munich, GRIN Verlag, https://www.grin.com/document/178454
